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dc.contributor.authorGiordano, Ana Paula
dc.contributor.authorPatient, David
dc.contributor.authorPassos, Ana Margarida
dc.contributor.authorSguera, Francesco
dc.date.accessioned2020-06-14T14:26:35Z
dc.date.available2020-06-14T14:26:35Z
dc.date.issued2020en_US
dc.identifier.issn0894-3796
dc.identifier.doi10.1002/job.2418
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6521
dc.description.abstractWe investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self‐extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.en_US
dc.language.isoenen_US
dc.publisherWileyen_US
dc.subjectCollective Psychological Ownershipen_US
dc.subjectOwnership Activating Experiencesen_US
dc.subjectScale Developmenten_US
dc.subjectTeam Emergent Stateen_US
dc.subjectTeamworken_US
dc.titleAntecedents and consequences of collective psychological ownership: The validation of a conceptual modelen_US
dc.identifier.journalJournal of Organizational Behavioren_US
dc.source.volume41
dc.source.issue1
dc.source.beginpage32
dc.source.endpage49
dc.contributor.departmentUCP‐Católica Lisbon School of Business and Economics, Lisboa, Portugalen_US
dc.contributor.departmentInstituto Universitário de Lisboa (ISCTE‐IUL), Business Research Unit (BRU‐IUL), Lisboa, Portugalen_US
dc.identifier.eissn1099-1379
vlerick.knowledgedomainPeople Management & Leadershipen_US
vlerick.typearticleVlerick strategic journal articleen_US
vlerick.vlerickdepartmentPOen_US
dc.identifier.vperid276185en_US


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